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Is disagreement among parties. It occurs when a person or a group believes its attempts to achieve its goals are being blocked by another person or group.

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Process in which an effort is purposely made by A to offset the efforts of B by some form of blocking that will result in frustrating. B in attaining his or her goals or furthering his or her interests.

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Perceived incompatible differences resulting in some form of interference or opposition. Whether the differences are real or not is irrelevant. If people in a group perceive that differences exist, then a conflict state exists.

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TRADITIONAL All conflict must be avoided. HUMAN RELATIONS Natural and inevitable outcome in any group INTERACTIONIST Not only a positive force in a group but that it is absolutely necessary for a group to perform effectively.

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-Helps establish identity and independence -Intensity shows closeness and importance of relationships -Can build new relationships -Serves as safety valve to help sustain relationships

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-Helps parties assess each others power -Establishes and maintains group identities -Creates or modifies rules, norms, laws and institutions

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-Conflict occurs between two or more people -Disagreements or incompatible interests over goals, policies, rules and decisions and incompatible behaviors that create anger, distrust, fear, rejection, or resentment

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Stage I Potential Opposition Stage II Cognition & Personalization Stage III Behavior Stage IV Outcomes Antecedent Conditions: -Communication -Structure -Personal variables Perceived Conflict Felt Conflict Over-Conflict Conflict-handling Behaviors: -Competition - Collaboration - Compromise - Avoidance - Accommodation Increased group performance Decreased group performance

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CONFLICT RESOLUTION Occurs when a manager resolves a conflict that has become harmful or serious. CONFLICT STIMULATION Is the creation and stimulation of conflict, depending on the situation.

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Resolution Use Resolution Under These Conditions Conflict focuses on internal goals of the group rather than on organizational goals. Stimulation Use Stimulation Under These Conditions Change within is needed to remain competitive. Conflict has become disruptive. Too much time and effort are spent on conflict rather than on productive efforts. Work groups are stagnant and comfortable with the status quo. Consensus among groups is too easily reached. Groups are not creative or motivated to challenge traditional ideas.

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COLLABORATIVE Willingness to identity the underlying causes of conflict, share information openly, and focus on both ones own and others concerns by searching for mutual beneficial solutions. I try to deal with all concerns theirs and mine I try to get all viewpoints and results. Out in the open.

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Collaborative is effective when: -Time limitations often constrain the direct sharing of feelings about issues involved in a conflict. -Group norms may support the view that employees should not express negative feelings toward others. -Traditional and out-of-date role expectations include the assumption that managers should command and firmly control subordinates. This top-down organizational norm sometimes makes use of the collaborative approach difficult for managers, even when it is their preferred style.

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AVOIDANCE Withdrawing from conflict situations or remaining neutral. Perhaps the best way is to proceed as you think best.

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Avoidance is used when: -The issue is minor or of only passing importance and thus not worth the persons time or energy to confront the conflict; -There isnt enough information for the individual to deal with the conflict effectively at that time; -The individual has so little power compared to the other persons that there is little chance of bringing about change; and -Others can resolve the conflict more effectively

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SMOOTHING Minimizing or suppressing real or perceived differences while focusing on the others views of the situation. If it make others happy, I wont challenge their view I dont want to hurt the feelings of others when discussing problems

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Smoothing style may be effective when: -Individuals are locked in a potentially explosive emotional conflict and smoothing is used to defuse the situation; -Keeping harmony and avoiding disruption are especially important in the short run; and -The conflict is based primarily on the personalities of the individuals and cannot be easily resolved.

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COMPROMISE Willingness of all parties to concede some of their own views and focus on some of the others views to reach an agreement I let other people win something if they let me win something

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Compromise is likely appropriate when: -Agreements enable each party to be better of, or at least not worse off, than if no agreement is reached; -Achieving a total win-win agreement isnt possible because the parties cant agree to all of the views of the other parties; and -Conflicting views (including opposing goals and interests) block agreement.

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Conflict Management Style #1 THE TURTLE Key Characteristic: DENIAL Key Response: AVOID Key Aim: TO WEATHER THE STORM Favorite Statement: What conflict?

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Conflict Management Style #1 THE TURTLE Refuses to even consider the fact that a conflict exists and would prefer that others do the same. Because of this, he refuses to dialogue and gather information to fix it. Key Strategies: Flee, avoid, deny, ignore, withdraw, delay, hope & pray Leadership Qualities: Passive & timid, tends to spiritualize everything

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Conflict Management Style #2 THE SHARK Key Characteristic: COMPETITION Key Response: FORCE Key Aim: TO WIN AT ALL COST Favorite Statement: It s my way or no way.

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Conflict Management Style #2 THE SHARK He is impatient with dialogue and information gathering and would rather everyone just submits. Key Strategies: Compete, coerce, control, fight, outwit, outdo Leadership Qualities: Authoritarian, seeks to maintain the status quo, feels threatened by any act of defiance and so will quash it all the time

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Conflict Management Style #3 THE TEDDY BEAR Key Characteristic: GIVE IN Key Response: ACCOMODATE Key Aim: TO KEEP THE PEACE Favorite Statement: Whatever you say.

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Conflict Management Style #3 THE TEDDY BEAR Interested in other s approval and would rather others insist on their way. Key Strategies: Agree, give in, appease, flatter Leadership Qualities: Ineffective in any group discussion because he doesnt have a solid opinion, could be easily swayed either way

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Conflict Management Style #4 THE FOX Key Characteristic: TOLERATE Key Response: COMPROMISE Key Aim: GIVE EACH ONE A MEASURE OF VICTORY Favorite Statement: Meet me half way.

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Conflict Management Style #4 THE FOX Tolerates the exchange of ideas but finds this uncomfortable so he would rather bargain quickly. Key Strategies: Reduce the expectations and Split the difference Leadership Qualities: Good negotiator, cautious but open, urges everyone to speak out but not too much

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Conflict Management Style #5 THE OWL Key Characteristic: COOPERATION Key Response: DIALOGUE Key Aim: COLLABORATION BETWEEN ALL PARTIES Favorite Statement: My preference is But what is yours?

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Conflict Management Style #5 THE OWL Focuses heavily on information gathering and always prefers collaboration over compromise. Key Strategies: Gather information, dialogue openly, explore alternatives Leadership Qualities: Focuses on the process, open to change & growth

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TEDDY BEAR : Lose-Win, Values relationships, Over goal SHARK : Win-Lose, Values goal over relationships OWL : Win-Win, values both goal & relationship TURTLE : Lose-Lose, Low concern for either, goal or relationship FOX : Win some-Lose some, Values both but is willing to sacrifice certain aspects of either under certain circumstances

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Which animals do you have in your Leadership Team? Turtle Shark Teddy Bear Fox Owl

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GO TO THE ROOT! False Humility

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Hostile Aggressive - Stand up for yourself - Give them time to run down - Use self-assertive language - Avoid a direct confrontation Complainers - Listen attentively - Acknowledge their feelings - Avoid complaining with them - State the facts without apology - Use a problem-solving mode

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CLAMS -Ask open-ended question -Be patient in waiting for a response -Ask more open-ended questions -If no response occurs, tell clams what you plan to do, because no discussion has taken place SUPERAGREEABLES -In a non-threatening manner, work hard to find out why they will not take action -Let them know you value them as people -Be ready to compromise and negotiate, and do not allow them to make unrealistic commitments -Try to discern the hidden meaning in their humor

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NEGATIVISTS -Do not be dragged into their despair -Do not try to cajole them out of their negatism. -Discuss the problem thoroughly, without offering solutions -When alternatives are discussed, bring up the negative side yourself. -Be ready to take action alone, without their agreement

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KNOW-IT-ALLS Bulldozers: - Prepare yourself - Listen and paraphrase their main points - Use the questioning form to raise problems Balloons: -State facts or opinions as your own perceptions of reality -Find a way for balloons to save face -Confront balloons, alone, not in public

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INDECISIVE STALLERS - Raise the issue of why they are hesitant - If you are the problem, ask for help - Keep the action steps in your own hands - Possibly remove the staller from situation

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1. Stop comparing yourself with others - be yourself - live your life - do your best, and leave the rest to GOD 2. Stop criticizing others - be humble you dont have to probe anything - make others happy

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3. Put love in the little things - be considerate to all - give small courtesies - show interest in their interest - show respect

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CONFLICT MANAGEMENT

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People are the most important Asset in any organization. Why? Everything you will ever need will come from GOD but will pass through People.

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WHAT GOOD THINGS COME FROM PEOPLE? IDEAS, PLANS & STRATEGIES TIME & ENERGY MONEY & OTHER RESOURCES

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WHAT BAD THINGS COME FROM PEOPLE? CRITICISM PASSIVE RESISTANCE ACTIVE OPPOSITION

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How do you maximize the good and minimize the bad from People? It begins with the Leader s Attitude towards People.

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Questions to ask yourself? Do you see people primarily as Problems or Opportunities? Do you speak to people with Gentleness? Do you treat people with Respect or Condescension?

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Key Thoughts on People Relations Everyone is a potential Winner. - Some are just disguised as Losers. - Some are just slower than others.

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Key Thoughts on People Relations Every potential winner still needs you to Guide them. - They need modeling. - They need mentoring. - They need monitoring.

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Key Thoughts on People Relations Everyone wants to feel needed & appreciated. - People who feel good about themselves produce good results. - Discouraged people behave poorly & produce bad results.

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Key Thoughts on People Relations No one likes to be publicly humiliated. - Praise in public, but criticize in private. - Catch people doing something right, instead of something wrong.

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Key Thoughts on People Relations The Best Minute I spend is the one I invest in People. (Ken Blanchard) Prioritize People-work over Paper-work. In spite of your best efforts, problems will still arise, and it usually comes in the form of PEOPLE! Your best asset is also your biggest problem!

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PROGRESSION CONCERN CONFLICT CRISIS CATASTROPHE RESOLVED! The Longer you wait, The worse it gets. The Longer you wait, The harder it is to resolve it. The Longer you wait, The more difficult It is to go back to what it was before.

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Learning to Handle CONFLICT in Ministry Conflict is inevitable in any setting with any relationship. Where two or three are gathered, there will be conflict in their midst. (Unauthorized Paraphrase)